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Reorganization

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Addressing the challenges of rapid growth

Addressing the challenges of rapid growth

When pursuing growth, the key to success resides not only in the conquest of the market, but also in the capacity to rapidly ramp up the organization. Discover the approaches of the “hypergrowth” champions.  
280b – Synopsis (8p.) Growth
Neuroscience and change

Neuroscience and change

Our brain likes habits. To the extent of being opposed to any change? In reality, neuroscience demonstrates that we can adapt our practices in change management to the functioning of our brain.
267a – Synopsis (8p.) Change Management
Grow while remaining agile!

Grow while remaining agile!

The growth process drives companies to professionalize their practices and hone their expertise, but also often leads to more rigidity and dispersion. How can you counter these drifts to preserve the ability to anticipate and adapt?
254a – Synopsis (8p.) Growth
Preserve critical know-how

Preserve critical know-how

A large part of a company’s strengths resides in the tacit know-how of many individuals. This know-how is not easy to identify and formalize. How can you avoid losing this invaluable capital?
243b – Synthèse (8 p.) Learning Organization
Intrapreneurship: A growth vector to explore

Intrapreneurship: A growth vector to explore

Is the entrepreneurial spirit only for start-ups? In established businesses, the capacity of employees to support innovation is often stifled. How can you help intrapreneurs reveal themselves in your organization?
240a – Synopsis (8p.) Innovation Strategy
Change management: The new deal

Change management: The new deal

Nowadays, change no longer consists in moving organizations from a stable starting point to a stable target point. How can we revisit change management best practices to take into account this reality?
233a – Synopsis (8p.) Change Management
Harness the power of habit to manage change successfully

Harness the power of habit to manage change successfully

Many change projects fail because people return to their former behavioral patterns. Yet this is not inevitable: how can one use habit as a supportive—rather than obstructive—change management driver?
220a – Synopsis (8p.) Change Management

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